I’m wrapping up this first series about what goes into taking over a new organization (earlier posts (here. here, here, and here). The theme of simplicity and parsimony gets mangled during many discussions; for example, sometimes people think that “simple = easy”. Also, that old simplicity maxim — Occam’s Razor — focuses on analysis to the exclusion of creation (BTW, it wasn’t given its modern form by William of Ockham himself).

Ockham’s own phrase Frustra fit per plura quod potest fieri per pauciora [It is futile to do with more things that which can be done with fewer] better expresses the essence of elegant design. Notice the shift from “explain” to “do”? With Ockham’s words in mind, let’s consider these HBR New Leader leading questions about complexity:

How complex are your product or service offerings, and what is that degree of complexity costing you?

Where is your innovation fulcrum?

What are the few critical ways your products stand out in customers’ minds?

How complex is your decision making and organization relative to competitors’?